Transforming decisions into action

Abstract

Looks at the decision‐making process, noting examples of good and bad practice. Considers how to ensure decisions are acted upon by confronting possible problems encountered along the way and reasons most often, after the event, for failure. Focuses on the “action plan” as used by many managers and organisations and highlights important factors that are often left out of such plans. These include suggestions for anticipating reactions to decisions and changes.

Citation

Ballé, M. (1998), "Transforming decisions into action", Career Development International, Vol. 3 No. 6, pp. 227-232. https://doi.org/10.1108/13620439810234473